Former senior executive at Quantum Health Inc
- Differentiation among key players across enterprise target markets, focusing on Accolade (NASDAQ: ACCD), Quantum and Grand Rounds
- Employer considerations when determining which navigation solution platform to utilise
- B2B contract dynamics, including costs and PGs (performance guarantees)
- M&A activity forecast for Q3 2022 and beyond
What major trends and drivers have you been following over the last year or so in the healthcare navigation and employer benefits space?
How much do you think the tight labour market in the US is contributing to a meaningful tailwind for navigation solutions, with employers looking to augment their benefits packages to remain competitive for human capital?
What’s the risk if the economic environment sours? Where do you rank navigation software on the list of benefits to be cut in a recessionary environment? Does this shift at all for premium-priced offerings such as Accolade?
What are some of the major pain points for employees utilising their health benefits packages, given you touched on proof of concept and demonstrating value/ROI? How do navigation platforms help alleviate some of these challenges, perhaps delineated by Quantum, Accolade and Grand Rounds’ respective approaches?
When employers are selecting vendors, what quality metrics or KPIs do they use to gauge the value or ROI of certain solutions? How important are these relatively?
How are some of the metrics you discussed impacting B2B contracts? My understanding is most vendors are operating on a per employee, per month model. Are there stipulations in these contracts that allow for better margin – or price increases if employees engage more with the platform – or is this just a stickiness benefit?
What are some hurdles to increasing engagement within solution ecosystems, and how are navigation players looking to promote engagement or utilisation with their platforms to maximise cost savings and PGs [performance guarantees] for employers?
What are the main considerations when opting for buying vs building vs partnering as far as the point solutions ecosystem that navigation players are trying to establish?
How are navigation vendors approaching marrying virtual care with the in-person component? Is a partnership with One Medical, for example, a viable lever to execute on streamlining in-person and virtual?
What growth potential do you see from incorporating specialty care referrals from primary care visits into a solution to capture more swathes of the care continuum? How difficult would this be to build out or incorporate via partnerships for existing players?
How are you viewing the growth opportunity and runway in chronic care solutions? How important will these be in adding value to platforms and facilitating customers buying into partnership ecosystems? Could you comment on the referral dynamics there as well?
What are the barriers to entry for insurance carriers to encroach into the healthcare navigation players’ market niche? How hard would it be to build out navigation solutions, and do you think payers are even interested in this type of expansion?
What aggregation might we see in this market as navigation vendors look to make their solution suites more comprehensive? Is it more likely for navigation players to merge or combine, or for outside buyers such as large telemedicine companies or insurance companies to consolidate?
Is there anything that we haven’t touched on that might be especially important to highlight when thinking about the healthcare navigation industry?
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